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Resolution No. 2024-06 - Exhiibit A Pasco Validation Report Appendix
1 APPENDIX JULY 23, 2024 5.0 Appendix Market Analysis Operations Plan Choosing By Advantages Spreadsheets Architectural Site Plan Architectural Floor Plan Conceptual Architectural Renderings Civil Drawings Broadmoor Master Plan Map Exhibit (by others) Schedule Quality Management Plan 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10 76 90 97 100 101 102 120 126 127 130 76 APPENDIX JULY 23, 2024 MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 2 Table A – Service Area Comparison Chart: Primary Service Area Secondary Service Area Population: 2020 Census 79,0221 265,3702 2023 Estimate 84,155 279,638 2028 Estimate 88,771 292,991 Households: 2020 Census 24,245 93,466 2023 Estimate 25,902 98,639 2028 Estimate 27,517 103,649 Families: 2020 Census 17,903 63,991 2023 Estimate 19,980 70,128 2028 Estimate 21,269 73,890 Average Household Size: 2020 Census 2023 Estimate 3.23 2.82 2028 Estimate 3.20 2.81 Ethnicity (2023 Estimate): Hispanic 58.3% 34.2% White 44.2% 62.3% Black 1.8% 1.6% American Indian 1.4% 1.1% Asian 2.3% 3.0% Pacific Islander 0.3% 0.3% Other 32.6% 17.9% Multiple 17.4% 13.7% Median Age: 2020 Census 27.7 32.9 2023 Estimate 30.3 35.6 2028 Estimate 30.5 36.4 Median Income: 2023 Estimate $82,777 $82,528 2028 Estimate $96,699 $98,158 1 From the 2010-2020 Census the Primary Service Area experienced a 2.2% increase in population. 2 From the 2010-2020 Census the Secondary Service Area experienced a 1.9% increase in population. MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 1 Section I – Demographic Summary The following is a summary of the basic demographic characteristics of the identified service areas that will be served by the Pasco Aquatic Center. Service Areas: The primary goal of the proposed new aquatic center would be to serve the residents of Pasco, as a result the city (and the unincorporated area) has been identified as the Primary Service Area for the facility. Understanding that many times facilities and programs draw participants from beyond municipal boundaries, a Secondary Service Area has been determined that represents the Tri-Cities area and includes West Richland, Finley, and Burbank. Primary Service Areas are defined as the distance people will travel on a regular basis (a minimum of once a week) to utilize a facility or its programs. Use by individuals outside of this area will be much more limited and will focus more on special activities or events (tournaments, etc.). Service areas can vary in size with the types of components in the facility. A center with active elements (pool, weight cardiovascular equipment area, gym, track, etc.) will have a larger service area than a more passively oriented facility. Specialized facilities such as a competitive aquatic venue will have a bigger service area, making it more of a regional destination. Service areas can flex or contract based upon a facility’s proximity to major thoroughfares. Other factors impacting the use as it relates to driving distance are the presence of alternative service providers in the service area. Alternative service providers can have an effect upon membership, daily admissions and the associated penetration rates for programs and services. 5.1 MARKET ANALYSIS 77 APPENDIX JULY 23, 2024 MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 4 Households with Children: The following chart provides the number of households and percentage of households in the Primary Service Area and the Secondary Service Area with children. Table C – Households w/ Children Number of Households w/ Children Percentage of Households w/ Children Primary Service Area 11,107 47.7% Secondary Service Area 33,682 37.3% State of Washington - 30.4% The information contained in Table-C helps further outline the presence of families with children. As a point of comparison in the 2023 USA Projection, 30.6% of households nationally had children present. MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 3 Age and Income: It is important to compare the median age and median household income levels to the national levels. Age and income are primary determiners of participation in aquatic/recreation activities. The lower the median age, the higher the participation rates are for most activities. The level of participation also increases as the median income level goes up. Table B – Median Age: 2020 Census 2023 Projection 2028 Projection Primary Service Area 27.7 30.3 30.5 Secondary Service Area 32.9 35.6 36.4 State of Washington 37.2 39.3 39.9 Nationally 37.1 39.1 39.8 Chart A – Median Age: The median age in the Secondary Service Area is lower than the U.S. number, with the Primary Service Area being even lower than the Secondary Service Area. This low median age points to the presence of families with children. This is important because children under the age of 17 are significant users of aquatic facilities. It also must be remembered that swimming as an activity reaches all age categories including retirees and seniors. 0 5 10 15 20 25 30 35 40 2020 2023 2028 Ag e Primary Service Area Secondary Service Area State of Washington National 78 APPENDIX JULY 23, 2024 MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 6 Table D – Median Household Income: 2023 Projection 2028 Projection Primary Service Area $82,777 $96,699 Secondary Service Area $82,528 $98,158 State of Washington $89,067 $105,056 Nationally $72,603 $82,410 Chart B – Median Household Income: $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 2023 2028 Me d i a n H H I n c o m e Primary Service Area Secondary Service Area State of Washington National MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 5 Map A – Median Age by Census Tract 79 APPENDIX JULY 23, 2024 MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 8 Map B – Median Household Income by Census Tract MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 7 Based upon 2023 projections for median household income the following narrative is available: In the Primary Service Area, the percentage of households with median income over $50,000 per year is 74.0% compared to 61.6% on a national level. Furthermore, the percentage of the households in the service area with median income less than $25,000 per year is 10.1% compared to a level of 18.0% nationally. In the Secondary Service Area, the percentage of households with median income over $50,000 per year is 70.9% compared to 61.6% on a national level. Furthermore, the percentage of the households in the service area with a median income less than $25,000 per year is 12.3% compared to a level of 18.0% nationally. The median income in the State of Washington is greater than the National number. The income level in both the Primary Service Area and the Secondary Service Area are both less than the State number yet higher than the National number. The income level must be balanced with the overall cost of living to determine ability to pay for entertainment and recreation services. Chart C – Median Household Income Distribution 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Primary Service Area Secondary Service Area State of Washington National 10.1%12.3%12.4%16.5% 15.9%16.9%14.8%18.2% 74.0%70.9%72.8%65.3% Me d i a n H H I n c o m e >$25,000 $25,000-$49,999 $50,000+ 80 APPENDIX JULY 23, 2024 MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 10 Chart D – Household Budget Expenditures Spending Potential Index: Chart D illustrates the Household Budget Expenditures Spending Potential Index in the service areas. The SPI follows a consistent pattern with median household income. Further Narrative on Housing: The total number of housing units in the Primary Service Area, according to the 2020 Census, is 24,945 and 97.2% of those are occupied, or 24,238 housing units. Of the available units the bulk are for “other vacant”, 2.6%. The total number of housing units in the Secondary Service Area, according to the 2020 Census, is 97,323 and 96.0% of those are occupied, or 93,455 housing units. Of the available units the bulk are “other vacant”, 1.9%. 60 70 80 90 100 110 120 130 Housing Shelter Utilities, Fuel, Public Service Entertainment & Recreation SP I N u m b e r Primary Service Area Secondary Service Area State of Washington National MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 9 Household Budget Expenditures: In addition to studying Median Age and Median Income, it is important to examine Household Budget Expenditures. In particular, looking at housing information; shelter, utilities, fuel and public services along with entertainment & recreation can provide a snapshot into the cost of living and spending patterns in the services areas. The table below looks at that information and compares the service areas. Table E – Household Budget Expenditures3: Primary Service Area SPI Average Amount Spent Percent Housing 107 $32,646.17 33.8% Shelter 107 $26,607.70 27.5% Utilities, Fuel, Public Service 104 $6,038.47 6.2% Entertainment & Recreation 103 $3,908.35 4.0% Secondary Service Area SPI Average Amount Spent Percent Housing 108 $33,044.35 33.3% Shelter 108 $26,857.63 27.1% Utilities, Fuel, Public Service 107 $6,186.72 6.2% Entertainment & Recreation 107 $4,033.33 4.1% State of Washington SPI Average Amount Spent Percent Housing 120 $36,781.63 33.4% Shelter 121 $29,945.29 27.2% Utilities, Fuel, Public Service 118 $6,836.34 6.2% Entertainment & Recreation 119 $4,509.82 4.1% SPI: Spending Potential Index as compared to the National number of 100. Average Amount Spent: The average amount spent per household. Percent: Percent of the total 100% of household expenditures. Note: Shelter along with Utilities, Fuel, Public Service are a portion of the Housing percentage. 3 Consumer Spending data are derived from the 2019 and 2021 Consumer Expenditure Surveys, Bureau of Labor Statistics. ESRI forecasts for 2023 and 2028. 81 APPENDIX JULY 23, 2024 MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 12 Chart E – Recreation Spending Potential Index: The Spending Potential Index for Recreation is very similar to the Household Budgetary Spending. It is also important to note that these dollars are currently being spent for some recreation function. 60 70 80 90 100 110 120 130 Fees for Part Sports Fees for Rec Lessons Social, Recreation, Club Membership Exercise Equip/Game Tables Other Sports Equip Re c r e a t i o n S P I N u m b e r Primary Service Area Secondary Service Area State of Washington National MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 11 Recreation Expenditures Spending Potential Index: Finally, through the demographic provider that B*K utilizes for the market analysis portion of the report, we are able to examine the overall propensity for households to spend dollars on recreation activities. The following comparisons are possible. Table F – Recreation Expenditures Spending Potential Index4: Primary Service Area SPI Average Spent Fees for Participant Sports 107 $127.58 Fees for Recreational Lessons 115 $167.43 Social, Recreation, Club Membership 101 $280.72 Exercise Equipment/Game Tables 129 $125.52 Other Sports Equipment 103 $11.51 Secondary Service Area SPI Average Spent Fees for Participant Sports 112 $133.75 Fees for Recreational Lessons 112 $163.07 Social, Recreation, Club Membership 109 $303.46 Exercise Equipment/Game Tables 118 $115.50 Other Sports Equipment 102 $11.39 State of Washington SPI Average Spent Fees for Participant Sports 121 $145.30 Fees for Recreational Lessons 121 $175.71 Social, Recreation, Club Membership 120 $333.51 Exercise Equipment/Game Tables 124 $120.96 Other Sports Equipment 119 $13.28 Average Amount Spent: The average amount spent for the service or item in a year. SPI: Spending potential index as compared to the national number of 100. 4 Consumer Spending data are derived from the 2019 and 2021 Consumer Expenditure Surveys, Bureau of Labor Statistics. 82 APPENDIX JULY 23, 2024 MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 14 Service Area Descriptions: Green Boundary: Primary Service Area – City of Pasco and Unincorporated Area. Orange Boundary: Secondary Service Area – A unique shape that includes Pasco, Kennewick, and Richland as well as West Richland, Finley and Burbank. Map D –Service Area Map: MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 13 Map C – Entertainment & Recreation Spending Potential Index by Census Tract 83 APPENDIX JULY 23, 2024 MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 16 The demographic makeup of the Primary Service Area, when compared to the characteristics of the national population, indicates that there are some substantial differences with an equal or larger population in the -5, 5-17, 18-24 and 25-44 age groups and a smaller population in the 45-54, 55- 64, 65-74 and 75+ age groups. The largest positive variance is in the 5-17 age group with +7.3%, while the greatest negative variance is in the 55-64 age group with -4.7%. MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 15 Population Distribution by Age: Utilizing census information for the Primary Service Area, the following comparisons are possible. Table G – 2023 Primary Service Area Age Distribution (ESRI estimates) Ages Population % of Total Nat. Population Difference -5 8,129 9.7% 5.7% +4.0% 5-17 19,627 23.3% 16.0% +7.3% 18-24 7,963 9.5% 9.1% +0.4% 25-44 25,112 29.9% 26.8% +3.1% 45-54 8,204 9.8% 11.9% -2.2% 55-64 6,730 8.0% 12.7% -4.7% 65-74 5,391 6.4% 10.6% -4.2% 75+ 2,998 3.6% 7.2% -3.6% Population: 2023 census estimates in the different age groups in the Primary Service Area. % of Total: Percentage of the Primary Service Area/population in the age group. National Population: Percentage of the national population in the age group. Difference: Percentage difference between the Primary Service Area population and the national population. Chart F – 2023 Primary Service Area Age Group Distribution 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% -5 5-17 yrs 18-24 25-44 45-54 55-64 65-74 75+ Pe r c e n t a g e o f P o p u l a t i o n Primary Service Area National 84 APPENDIX JULY 23, 2024 MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 18 Ethnicity and Race: Below is listed the distribution of the population by ethnicity and race for the Primary Service Area for 2023 population projections. These numbers were developed from 2020 Census Data. Table I – Primary Service Area Ethnic Population and Median Age 2023 (Source – U.S. Census Bureau and ESRI) Ethnicity Total Population Median Age % of Population % of WA Population Hispanic 49,032 23.8 58.3% 14.4% Table J – Primary Service Area Population by Race and Median Age 2023 (Source – U.S. Census Bureau and ESRI) Race Total Population Median Age % of Population % of WA Population White 37,222 37.3 44.2% 65.0% Black 1,488 38.4 1.8% 4.1% American Indian 1,186 37.6 1.4% 1.6% Asian 1,938 39.2 2.3% 10.2% Pacific Islander 235 36.0 0.3% 0.9% Other 27,453 25.6 32.6% 7.0% Multiple 14,633 18.8 17.4% 11.3% 2023 Primary Service Area Total Population: 84,155 Residents Chart H – 2023 Primary Service Area Non-White Population by Race 1.8%1.4% 2.3% 0.3% 32.6% 17.4% Black American Indian Asian Pacific Islander Other Multiple MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 17 Population Distribution Comparison by Age: Utilizing census information from the Primary Service Area, the following comparisons are possible. Table H – 2023 Primary Service Area Population Estimates (U.S. Census Information and ESRI) Ages 2020 Census 2023 Projection 2028 Projection Percent Change Percent Change Nat’l -5 8,764 8,129 8,696 -0.8% -9.1% 5-17 18,800 19,627 20,711 +10.2% -8.2% 18-24 8,226 7,963 8,384 +1.9% -7.7% 25-44 23,200 25,112 26,063 +12.3% +3.6% 45-54 8,076 8,204 8,930 +10.6% -16.5% 55-64 6,266 6,730 6,542 +4.4% +1.7% 65-74 3,240 5,391 5,642 +74.1% +61.3% 75+ 2,426 2,998 3,803 +56.8% +51.1% Chart G – Primary Service Area Population Growth Table H illustrates the growth or decline in age group numbers from the 2020 census until the year 2028. It is projected that all age group except under 5 will see an increase. It must be remembered that the population of the United States as a whole is aging, and it is not unusual to find negative growth numbers in the younger age groups and significant net gains in the 45 plus age groupings in communities which are relatively stable in their population numbers. 0 5,000 10,000 15,000 20,000 25,000 30,000 -5 5-17 yr 18-24 25-44 45-54 55-64 65-74 75+ Po p u l a t i o n 20202 2023 2028 85 APPENDIX JULY 23, 2024 MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 20 Population Distribution by Age: Utilizing census information for the Secondary Service Area, the following comparisons are possible. Table K – 2023 Secondary Service Area Age Distribution (ESRI estimates) Ages Population % of Total Nat. Population Difference -5 20,443 7.3% 5.7% +1.6% 5-17 53,808 19.2% 16.0% +3.2% 18-24 24,461 8.8% 9.1% -0.4% 25-44 76,234 27.3% 26.8% +0.4% 45-54 30,289 10.8% 11.9% -1.1% 55-64 31,746 11.4% 12.7% -1.3% 65-74 26,481 9.5% 10.6% -1.1% 75+ 16,175 5.8% 7.2% -1.4% Population: 2023 census estimates in the different age groups in the Secondary Service Area. % of Total: Percentage of the Secondary Service Area/population in the age group. National Population: Percentage of the national population in the age group. Difference: Percentage difference between the Secondary Service Area population and the national population. Chart I – 2023 Secondary Service Area Age Group Distribution 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% -5 5-17 yrs 18-24 25-44 45-54 55-64 65-74 75+ Pe r c e n t a g e o f P o p u l a t i o n Secondary Service Area National MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 19 Service Area Description: Green Boundary: Primary Service Area – City of Pasco and Unincorporated Area. Orange Boundary: Secondary Service Area – A unique shape that includes Pasco, Kennewick and Richland as well as West Richland, Finley and Burbank. Map E – Secondary Service Area Map: 86 APPENDIX JULY 23, 2024 MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 22 Population Distribution Comparison by Age: Utilizing census information from the Secondary Service Area, the following comparisons are possible. Table L – 2023 Secondary Service Area Population Estimates (U.S. Census Information and ESRI) Ages 2020 Census 2023 Projection 2028 Projection Percent Change Percent Change Nat’l -5 22,504 20,443 21,706 -3.5% -9.1% 5-17 54,904 53,808 55,284 +0.7% -8.2% 18-24 25,051 24,461 24,838 -0.9% -7.7% 25-44 70,827 76,234 79,680 +12.5% +3.6% 45-54 34,843 30,289 32,328 -7.2% -16.5% 55-64 29,164 31,746 29,630 +1.6% +1.7% 65-74 15,683 26,481 28,400 +81.1% +61.3% 75+ 12,367 16,175 21,125 +70.8% +51.1% Chart J – Secondary Service Area Population Growth Table-L illustrates the growth or decline in age group numbers from the 2020 census until the year 2028. It is projected that all age categories will see an increase except the under 5, 18-24 and 45- 54 age groups. It must be remembered that the population of the United States as a whole is aging, and it is not unusual to find negative growth numbers in the younger age groups and significant net gains in the 45 plus age groupings in communities which are relatively stable in their population numbers. 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 -5 5-17 yr 18-24 25-44 45-54 55-64 65-74 75+ Po p u l a t i o n 20202 2023 2028 MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 21 The demographic makeup of the Secondary Service Area, when compared to the characteristics of the national population, indicates that there are some differences with an equal or larger population in the -5, 5-17 and 25-44 age groups and a smaller population in the 18-24, 45-54, 55-64, 65-74 and 75+ age groups. The largest positive variance is in the 5-17 age group with +3.2%, while the greatest negative variance is in the 75+ age group with -1.4%. 87 APPENDIX JULY 23, 2024 MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 24 Tapestry Segmentation Tapestry segmentation represents the 4th generation of market segmentation systems that began 30 years ago. The 65-segment Tapestry Segmentation system classifies U.S. neighborhoods based on their socioeconomic and demographic compositions. While the demographic landscape of the U.S. has changed significantly since the 2000 Census, the tapestry segmentation has remained stable as neighborhoods have evolved. The value of including this information for the Service Areas is that it allows the organization to understand better the consumers/constituents in their service areas and supply them with the right products and services. The Tapestry segmentation system classifies U.S. neighborhoods into 65 individual market segments. More than 60 attributes including; income, employment, home value, housing types, education, household composition, age and other key determinates of consumer behavior are used to identify neighborhoods. The following pages and tables outline the top 5 tapestry segments in each of the service areas and provides a brief description of each. This information combined with the key indicators and demographic analysis of each service area help further describe the markets that the Primary Service Area looks to serve with programs, services, and special events. For comparison purposes, the following are the top 10 Tapestry segments, along with percentage in the United States. The Primary and Secondary Services may or may not reflect these segments: 1. Green Acres (6A) 3.3% 2. Southern Satellites (10A) 3.1% 3. Middleburg (4C) 3.1% 4. Workday Drive (4A) 3.1% 5. Savvy Suburbanites (1D) 3.0% 15.6% 6. Up and Coming Families (7A) 2.8% 7. Salt of the Earth (6B) 2.8% 8. Comfortable Empty Nesters (5A) 2.4% 9. Midlife Constants (5E) 2.4% 10. Bright Young Professionals (8C) 2.3% 12.7% MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 23 Ethnicity and Race: Below is listed the distribution of the population by ethnicity and race for the Secondary Service Area for 2023 population projections. Those numbers were developed from 2020 Census Data. Table M – Secondary Service Area Ethnic Population and Median Age 2023 (Source – U.S. Census Bureau and ESRI) Ethnicity Total Population Median Age % of Population % of WA Population Hispanic 95,667 24.1 34.2% 14.4% Table N – Secondary Service Area Population by Race and Median Age 2023 (Source – U.S. Census Bureau and ESRI) Race Total Population Median Age % of Population % of WA Population White 174,183 42.5 62.3% 65.0% Black 4,591 35.4 1.6% 4.1% American Indian 3,127 38.7 1.1% 1.6% Asian 8,343 41.0 3.0% 10.2% Pacific Islander 873 36.8 0.3% 0.9% Other 50,088 26.0 17.9% 7.0% Multiple 38,433 20.5 13.7% 11.3% 2023 Secondary Service Area Total Population: 279,638 Residents Chart K – 2023 Secondary Service Area Non-White Population by Race 1.6% 1.1% 3.0% 0.3%17.9% 13.7% Black American Indian Asian Pacific Islander Other Multiple 88 APPENDIX JULY 23, 2024 MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 26 Table P – Secondary Service Area Tapestry Segment Comparison (ESRI estimates) Secondary Service Area Demographics Percent Cumulative Percent Median Age Median HH Income Up and Coming Families (7A) 10.0% 10.0% 31.4 $72,000 Savvy Suburbanites (1D) 9.4% 19.4% 45.1 $108,700 Farm to Table (7E) 7.1% 26.5% 27.4 $35,300 In Style (5B) 6.6% 33.1% 42.0 $73,000 Green Acres (6A) 6.3% 39.4% 43.9 $76,800 Up and Coming Families (7A) – A young, diverse, and mobile market. Also, one of the fastest- growing markets in the country. Hardworking families trying to get ahead, they seek technology. Careful shoppers fill spare time with family activities. Leisure activities include trips to theme parks or zoo and sports. Primary sports include baseball, weight lifting and yoga. Savvy Suburbanites (1D) – Families include empty nesters and those with adult children still at home. Make well-informed researched purchases. Well-educated that enjoy cultural and sporting events and being physically active. Invest heavily in sports gear and exercise equipment. Farm to Table (7E) – A small but distinctive market exclusive to the West Coast. Young, Hispanic families with children and multiple generations in the house, favoring Spanish language. All about spending time with family. Minimal online usage. Limited participation in recreation beyond soccer. In Style (5B) – This group embraces the urban lifestyle. They are fully connected to digital devices and support the arts and charities/causes. Most do not have children. Meticulous planners. Residents stay fit by exercising, eating a healthy diet to control their weight, buying low-fat foods, and taking vitamins. Green Acres (6A) – Mainly married couples in neighborhoods. Educated, hard-working and blue-collar. Lifestyle that features self-reliance. Enjoy maintaining home/yard, being outside and playing sports. Most households no longer have children. Conservative and cautious. For exercise, they prefer the outdoors, biking, fishing, and hunting. MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 25 Table O – Primary Service Area Tapestry Segment Comparison (ESRI estimates) Primary Service Area Demographics Percent Cumulative Percent Median Age Median HH Income Up & Coming Families (7A) 34.4% 34.4% 31.4 $72,000 Farm to Table (7E) 23.9% 58.3% 27.4 $35,300 Forging Opportunity (7D) 9.3% 67.6% 28.9 $38,000 Comfortable Empty Nesters (5A) 5.6% 73.2% 48.0 $75,000 Green Acres (6A) 5.6% 78.8% 43.9 $76,800 Up & Coming Families (7A) – A young, diverse, and mobile market. Also, one of the fastest- growing markets in the country. Hardworking families trying to get ahead, they seek technology. Careful shoppers fill spare time with family activities. Leisure activities include trips to theme parks or zoo and sports. Primary sports include baseball, weight lifting and yoga. Farm to Table (7E) – A small but distinctive market exclusive to the West Coast. Young, Hispanic families with children and multiple generations in the house, favoring Spanish language. All about spending time with family. Minimal online usage. Limited participation in recreation beyond soccer. Forging Opportunity (7D) – Family is central within these diverse communities. Many are foreign born, culturally diverse and single-parent households. Balance budgets carefully with little to no savings. Budget carefully and limit spending to necessities. Modest interest in recreation activities. Comfortable Empty Nesters (5A) – Residents in this large, growing segment are older, with more than half of all households aged 55 or older; many still live in the suburbs where they grew up. Most are professionals working in government, health care, or manufacturing. Many are enjoying the transition from child rearing to retirement. Physically active, they play golf, ski, ride bicycles, and work out regularly. Green Acres (6A) – Mainly married couples in neighborhoods. Educated, hard-working and blue- collar. Lifestyle that features self-reliance. Enjoy maintaining home/yard, being outside and playing sports. Most households no longer have children. Conservative and cautious. For exercise, they prefer the outdoors, biking, fishing, and hunting. 89 APPENDIX JULY 23, 2024 MARKET ANALYSIS Pasco Public Facilities District Aquatic Center Operations Study * Page 27 Demographic Summary The following summarizes the demographic characteristics of the service areas. • The Primary Service Area has a large household size, and the median age is considerably younger than the national number and lower than the state. There will be strong growth in the population in the coming years. • The Primary Service Area has a median household income level that is lower than the state but higher than the national number. There is a high Recreation Spending Potential Index. • The Primary Service Area has large number of households with children and there is expected to be significant growth in the youth age groups in the coming years. • There is a large Hispanic population in the Primary Service Area. • The Secondary Service Area is much larger in population but has fewer households with children, comparable incomes, a higher Recreation Spending Potential Index, and a smaller Hispanic population than the Primary Service Area. 90 APPENDIX JULY 23, 2024 5.2 OPERATIONS PLAN Pasco Aquatic Center Operations Plan Update Page | 1 Operations Plan An operations analysis that has been completed for the proposed Pasco Aquatic Center. The following are the basic parameters for the project. • The aquatic center will have an indoor leisure pool (4,850 SF of water), an outdoor activity pool (4,700 SF of water), 3 party rooms, locker rooms, indoor and outdoor concessions, and other support amenities. 33,500 SF Several other facility options were explored, and preliminary operations estimates were developed as well before deciding on this base facility. • The first year of operation is planned on an opening date of mid to late 2026 and the operations plan is based on 2027 as the first full year. • The Washington minimum wage will be at least $18.00 in 2027. • This operational budget represents new expenses and revenues only. • The presence of other providers in the market will remain the same. • The center will be operated by the Public Facilities District through the City of Pasco. Business support services (HR, Finance, Risk Management, etc.) will be provided by the city and will be charged back to the center. • This operations plan is based on a basic concept plan for the facility only. The plan will need to be updated once the project reaches the design development phase. • No partnerships with other organizations have been shown in this operations plan. • Capital replacement dollars are shown. • There will be a seasonal concession operation for the outdoor portion of the aquatic center and a year round concession operation indoors. • A reasonably aggressive approach to estimating the sale of annual passes, and revenues from programs and services taking place at the facility has been used for this pro-forma. • Sales tax payments have not been shown but are assumed to be collected and passed on directly to the state. Pasco Aquatic Center Operations Plan Update Page | 2 • During the summer high season, the pools are likely to have 2 four-hour recreation swim sessions and on weekends/holidays during the rest of the year. Hours of Operation The projected hours of operation of the Pasco Aquatic Center are as follows: Days Center Hours Outdoor Hours- High Season Outdoor Hours- Low Season Monday-Friday 5:00am-9:00pm 11:00am-8:00pm 3:00pm-8:00pm Saturday 8:00am-8:00pm 11:00am-8:00pm 11:00am-8:00pm Sunday 8:00am-8:00pm 11:00am-8:00pm 11:00am-8:00pm Hours per Week 104 63 43 Note: The outdoor aquatic center season is projected to be from Memorial Day to Labor Day with reduced hours of operation on weekdays (afternoons only) when schools are in session. May to June 15 and the last week in August. After-hours are reserved for rentals and special events. Fee Structure Recommendations (for mid to late 2026) Revenue projections and attendance numbers were calculated from this fee model. Category Daily 10 Admiss. Summer Annual Adult (18+) $10.00 $90 $135 $350 Youth (4-17) $9.00 $81 $115 $300 Senior (65+) $7.50 $67 $95 $250 Household1 N/A N/A $265 $700 Note: No resident/non-resident fee structure has been proposed at this time but could be added. 10 Admissions are a 10% discount over the daily fee. An Annual Pass could also be paid monthly through an automatic withdrawal from a checking or charge card account. 1 Includes 2 adults and up to 3 youth under 18 living in the same home. Each additional youth is $50 for a summer pass and $75 for an annual pass. 91 APPENDIX JULY 23, 2024 Pasco Aquatic Center Operations Plan Update Page | 3 Operations Analysis Summary: The following figures summarize the anticipated operational expenses and projected revenues for the operation of the Pasco Aquatic Center. Category Aquatic Center Expenses 3,082,886$ Revenues 2,384,845$ Difference (698,040)$ Recovery %77% This represents the first full year of operation. This operations analysis was completed based on general information and a basic understanding of the project with a basic concept plan for the center. As a result, there is no guarantee that the expense and revenue projections outlined above will be met as there are many variables that affect such estimates that either cannot be accurately measured or are not consistent in their influence on the budgetary process. Pasco Aquatic Center Operations Plan Update Page | 4 Expenses: Expenditures have been formulated based on the costs that are typically included in the operating budget for this type of facility. The figures are based on the size of the aquatic center, the specific components of the facility and the projected hours/season of operation. Actual costs were utilized wherever possible and estimates for other expenses were based on similar facilities. All expenses were calculated as accurately as possible, but the actual costs may vary based on the final design, operational philosophy, and programming considerations adopted by staff. Category Aquatic Center Personnel (new positions) Full-time 590,150 Part-time 1,549,141 Total 2,139,291$ Commodities Office supplies 14,000 Chemicals 90,000 Maintenance/repair/materials 30,000 Janitor supplies 22,000 Recreation supplies 5,000 Uniforms 11,000 Printing/postage 15,000 Concession food/supplies 90,000 Items for resale 10,000 Other misc. expenses 6,000 Total 293,000$ 92 APPENDIX JULY 23, 2024 Pasco Aquatic Center Operations Plan Update Page | 5 Category Aquatic Center Contractual Utilities ($3.75 SF + outdoor pool $33,000)158,625 Water/sewer 70,000 Insurance 50,000 (property & liability) Communications 5,000 (phone) Contract services 55,000 Rental equipment 3,000 Advertising 40,000 Training 9,000 Conference 4,000 Trash pickup 5,000 Dues/subscriptions 1,500 City Charge Backs (HR, Finance, etc.)100,000 Bank charges 83,470 Other 6,000 Total 590,595$ Capital Replacement fund 60,000$ Grand Total 3,082,886$ Pasco Aquatic Center Operations Plan Update Page | 6 Revenues: The following revenue projections were formulated from information on the specifics of the project and the demographics of the service areas as well as comparing them to state and national statistics and other similar facilities in the area. Actual figures will vary based on the size and make-up of the components selected during final design, market stratification, philosophy of operation, fees and charges policy, and priorities of use. Category Aquatic Center Fees Daily admissions 90,585 Summer daily admissions 457,490 10 admission passes 39,631 Summer passes 469,432 Annual passes 691,644 Group/Corporate 30,000 Aquatic rentals 60,780 Total 1,839,561$ Programs Aquatics 264,784 Total 264,784$ Other Resale items 12,500 Concessions 245,000 Special events 3,000 Vending 20,000 Total 280,500$ Grand Total 2,384,845$ 93 APPENDIX JULY 23, 2024 Pasco Aquatic Center Operations Plan Update Page | 7 Staff: The determination of full-time and part-time staff positions was developed based on the expected use of the aquatic center, the hours of operation, the key amenities that are contained in the center and operational practices of the facility. These figures contain expected instructors for a variety of aquatic programs that may be occurring at the facility. Pay rates were determined based on basic job classifications and wage scales for existing positions. The wage scales for staff positions reflect an anticipated wage for 2027. Full-Time Full Time Staff Salary Positions Total Aquatic Center Manager $71,500 1 $71,500 Aquatics Supervisor/Asst. Manager $60,500 1 $60,500 Marketing Coordinator $47,500 0 $0 Maintenance Foreman $55,000 1 $55,000 Custodian $44,000 1 $44,000 Front Desk Supervisor $44,000 1 $44,000 Head Lifeguard $44,000 3 $132,000 Positions 8 Salaries $407,000 Benefits 45%$183,150 Total Full-Time Staff $590,150 Aquatic Center Pasco Aquatic Center Operations Plan Update Page | 8 Part-Time Part-Time Rate Hours Weeks Total Indoor Pool Front Desk Sup 21.00$ 76 52 83,223$ Front Desk Attend 19.00$ 148 52 146,224$ Lifeguard 20.00$ 595 52 618,760$ Custodian 20.00$ 115 52 119,600$ Concession Supervisor 21.00$ 45 52 49,497$ Concession Attendant 19.00$ 45 52 44,783$ Outdoor Pool-High Season Outdoor Pool Cashier 19.00$ 63 10 11,970$ Outdoor Lifeguard 20.00$ 622 10 124,400$ Outdoor Head Lifeguard 21.00$ 88 10 18,480$ Outdoor Concession Sup 21.00$ 56 10 11,760$ Outdoor Concession Attend 19.00$ 112 10 21,280$ Outdoor Custodian 20.00$ 112 10 22,400$ Outdoor Pool-Low Season Outdoor Pool Cashier 19.00$ 43 4 3,268$ Outdoor Lifeguard 20.00$ 412 4 32,960$ Outdoor Head Lifeguard 21.00$ 48 4 4,032$ Outdoor Concession Sup 21.00$ 28 4 2,352$ Outdoor Concession Attend 19.00$ 56 4 4,256$ Outdoor Custodian 20.00$ 98 4 7,840$ Total 1,327,085$ Aquatics Programs 81,225$ Total 1,408,310$ Benefits 10.0%140,831$ Total 1,549,141$ Aquatic Center 94 APPENDIX JULY 23, 2024 Pasco Aquatic Center Operations Plan Update Page | 9 Admission Revenue: The following spreadsheet identifies the expected use numbers for each form of admission that the center will offer (see projected fee schedule). Daily Fees Fees Number Revenue Adult $10.00 10 $100.00 Youth $9.00 17 $153.00 Senior $7.50 11 $82.50 Total 38 $335.50 x 270 days/year Grand Total $90,585.00 Summer Daily Fees-High Fees Number Revenue Adult $10.00 116 $1,160.00 Youth $9.00 466 $4,194.00 Senior $7.50 39 $292.50 Total 621 $5,646.50 x 68 days/year Grand Total $383,962.00 Summer Daily Fees-Low Fees Number Revenue Adult $10.00 59 $590.00 Youth $9.00 232 $2,088.00 Senior $7.50 20 $150.00 Total 311 $2,828.00 x 26 days/year Grand Total $73,528.00 Pasco Aquatic Center Operations Plan Update Page | 10 10 Admissions Fees Number Revenue Adult $90.00 90 $8,100.00 Youth $81.00 314 $25,434.00 Senior $67.00 91 $6,097.00 Total 495 $39,631.00 Summer Passes Fees Number Revenue Adult $135.00 84 $11,367.41 Youth $115.00 421 $48,416.73 Senior $95.00 84 $7,999.29 Household $265.00 1,516 $401,648.31 Total 2105 $469,431.73 Annual Passes Fees Number Revenue Adult $350.00 47 $16,467.70 Youth $300.00 235 $70,575.88 Senior $250.00 47 $11,762.65 Household $700.00 847 $592,837.36 Total 1176 $691,643.58 Revenue Summary Daily $90,585 Summer Daily-High $383,962 Summer Daily-Low $73,528 10 Admissions $39,631 Summer Passes $469,432 Annual Passes $691,644 Total $1,748,781 Annual passes are based on selling to 3.5% of the households in the Pasco market (27,517 in 2028) and .28% of the households in the Secondary market (76,132). Seasonal passes are based on selling to 3.5% of the households in the Pasco market (27,517 in 2028) and 1.5% of the households in the Secondary market (76,132). 95 APPENDIX JULY 23, 2024 Pasco Aquatic Center Operations Plan Update Page | 11 Aquatic Programs: The following worksheets indicate representative aquatic programs that could take place at the center, the costs of providing the service and the expected revenue. These are representative programs only. Learn to Swim Classes Rate/Class Classes/Day Days Weeks Total Summer 20.00$ 22 5 10 22,000$ Spring/Fall 20.00$ 10 2 20 8,000$ Winter 20.00$ 10 2 10 4,000$ Total 34,000$ Water Exercise Rate/Class Classes/Wk Weeks Total Summer 25.00$ 18 14 6,300$ Spring/Fall 25.00$ 9 26 5,850$ Winter 25.00$ 9 12 2,700$ Total 14,850$ Other Rate/Class Classes/Wk Weeks Total Private Lessons 20.00$ 8 45 7,200$ Lifeguard Training 25.00$ 33 3 2,475$ Therapy 25.00$ 4 40 4,000$ Misc.19.00$ 4 50 3,800$ Birthday Parties 19.00$ 12 50 11,400$ Total 28,875$ Contract/Other 3,500$ Grand Total 81,225$ Pasco Aquatic Center Operations Plan Update Page | 12 Program Calculations - Revenues Learn to Swim Classes/Week Fee Participants Sessions Total Summer 22 $70 4 5 30,800$ Spring/Fall 10 $70 4 2 5,600$ Winter 10 $70 4 1 2,800$ Private Lessons 8 $40 1 45 14,400$ Total 53,600$ Water Aerobics Classes/Week Fee Participants Sessions Total Summer 18 $12 3 14 9,072$ Spring/Fall 9 $12 3 26 8,424$ Winter 9 $12 3 12 3,888$ Total 21,384$ Other Classes/Week Fee Participants Sessions Total Lifeguard Training 1 $250 8 3 6,000$ Therapy 4 $20 4 40 12,800$ Misc.4 $20 4 50 16,000$ Birthday Parties 12 $250 1 50 150,000$ Total 184,800$ Contract/Other 5,000$ Grand Total 264,784$ 96 APPENDIX JULY 23, 2024 Pasco Aquatic Center Operations Plan Update Page | 13 Rental Revenue: This worksheet indicates the expected revenue that will be obtained through rental of the center and amenities. Revenues Rate/Hr.Number of Hrs.Weeks Total Indoor Pool Leisure Pool $400 0.5 50 10,000$ Outdoor Pool Main Pool $250 4 8 8,000$ Umbrella (12/day x 7/days) $25 84 12 25,200$ Cabana (3/day x 7/days) $40 21 12 10,080$ Party Room $25 6 50 7,500$ Total 60,780$ 97 APPENDIX JULY 23, 2024 5.3 CHOOSING BY ADVANTAGES SPREADSHEETS Pasco Aquatic Center Pasco Public Facilities District 4/12/2024 Choosing By Advantages: Building Programming Options PROGRAM OPTIONS & FEATURES CONDITIONS OF EXCELLENCE - ADAPTABILITY CONDITIONS OF EXCELLENCE - WOW FACTOR CONDITIONS OF EXCELLENCE - DO IT RIGHT NON-SUMMER CAPACITY SUMMER CAPACITY SOCIAL CAPACITY CONSTRUCTION SCHEDULE CAPITAL (INITIAL) COST OPERATIONS COST RECOVERY OPTION 1: Large Outdoor Pool, Small Indoor Pool GOOD BEST BETTER GOOD BEST GOOD BETTER BETTER BEST 6,750 SF outdoor pool w/ 19,000 SF outdoor deck area (incl pool) --Wave Ball Pool (outdoors) --Long Lazy River (outdoors) --(1) slide runout (indoor/outdoor) --(10) shade cabanas 3,250 SF indoor pool in 8,000 SF natatorium --(2) indoor water slides (runouts) --Indoor Lazy River & Zero-depth Kid's Area --(3) 60' lap lanes (2) party rooms (2) full locker rooms (6) indoor universal changing rooms (6) outdoor universal changing rooms Concessions area - large Option 1 builds the smallest indoor natatorium and would be very difficult to add more space in the future without significant expense, it also has the fewest party rooms to accommodate growing popularity or larger families Phase II would require additional locker room space to be built, but less than Option 3 Option 1 spends the most $ on pool amenities and has the largest amount of water area It is less 'wow' during most of the year because the outdoor pool is closed and the indoor pool and natatorium is smallest of all options Quality Spending Taxpayer $ No regrets Right-sized 8000 SF indoor natatorium 3250 SF indoor pool smallest amount of indoor pool/deck space Total pool area is 3250 SF when outdoor pool is closed for the season 19000 SF outdoor deck space 6750 SF outdoor pool largest amount of outdoor pool/deck space Total pool area for summer is 10,000 SF 2 party rooms 3000 SF lobby, same as other options 1100 SF of concessions work space same party rooms as option 3 but more concessions space Smaller building would reduce construction schedule slightly compared to Option 2 Design-Build Cost: ROM $34.46 MM Owner Soft Cost:TBD 85% Shortfall $400K OPTION 2: Large Indoor Pool, Small Outdoor Pool BEST BEST BEST BEST BETTER BEST BETTER GOOD BETTER 4,200 SF outdoor pool w/ 17,000SF outdoor deck area (incl pool) --(2) outdoor water slides (plunge) --(10) shade cabanas 5,175 SF indoor pool & hot tub in 12,000 SF natatorium --(2) indoor water slides (runouts) --Indoor lazy river, vortex, bench, & zero-depth kid's area --(3) 75' lap lanes (25-yard) (3) party rooms (2) full locker rooms (8) indoor universal changing rooms (5) outdoor universal changing rooms Concessions area - large Option 2 builds the largest indoor natatorium and a good size outdoor pool area that could be expanded with less expense than adding on to the indoor spaces, would accommodate current population expectations for Tri- Cities area Phase II would require less new locker room space to be built than other options Option 2 spends the second most $ on pool amenities and has the second largest amount of water area It has more 'wow' during most of the year because the indoor pool has the most space and amenities compared to Option 1 (option 2 would be similar indoors) The outdoor wow is less during summer than option 1 Quality Spending Taxpayer $ No regrets Right-sized 12000 SF indoor natatorium 5600 SF indoor pool amount of indoor pool/deck space is larger than option 1, but same as option 3 Total pool area is 5600 SF when outdoor pool is closed 17000 SF outdoor deck space 4000 SF outdoor pool second largest amount of outdoor pool/deck space Total pool area for summer is 9,600 SF 3 party rooms 3000 SF lobby, same as other options 1200 SF of concessions work space Most party rooms & space for concessions Largest building footprint would have a slightly longer schedule than Option 1 Design-Build Cost: ROM $37.46 MM Owner Soft Cost:TBD 73% Shortfall $800K OPTION 3: Large Indoor Pool, Some Outdoor Amenity BETTER BETTER GOOD BETTER GOOD BETTER BETTER BEST GOOD 1,360 SF outdoor pool (wave ball) w/ 8,000 SF outdoor deck --(9) shade cabanas 5,175 SF indoor pool & hot tub in 12,000 SF natatorium --(2) indoor water slides (runouts) --Indoor lazy river, vortex, bench, & zero-depth kid's area --(3) 75' lap lanes (25-yard) (2) party rooms (2) full locker rooms (6) indoor universal changing rooms (0) outdoor universal changing rooms Concessions area - small Option 3 builds the largest indoor natatorium and a small outdoor pool, it would leave the most room to expand outdoor amenities as budget or future phases allow, although would require additional phases to accommodate more patrons if population of Tri-Cities outgrows this option's amenities, Phase II would require more additional locker room space than Option 1 or 2 Option 3 spends the least $ on pool amenities and has the smallest amount of water area It has more 'wow' than option 1 during most of the year because the indoor pool has the most space and amenities, the outdoor pool has less 'wow' because it is smaller than all other options Quality Spending Taxpayer $ No regrets Right-sized 12000 SF indoor natatorium 5600 SF indoor pool amount of indoor pool/deck space is larger than option 1, but same as option 2 Total pool area is 5600 SF when outdoor pool is closed 8000 SF outdoor deck space 2200 SF outdoor pool smallest amount of outdoor pool/deck space Total pool area for summer is 7,800 SF 2 party rooms 3000 SF lobby, same as other options 600 SF of concessions work space less party rooms & less need for concessions Larger building compared to Option 1, but less pool area to build than 1 or 2 Design-Build Cost: ROM $33.83 MM Owner Soft Cost:TBD 63% Shortfall $1.0MM ANALYSIS 4/12/2024 C:\Users\jtiegs\AppData\Roaming\Procore_Technologies\Downloads\641136518\8\2024.04.12 CBA Program Options For Board 98 APPENDIX JULY 23, 2024 Pasco Aquatic Center Pasco Public Facilities District 7/14/2024 Choosing By Advantages: Pool Construction Types PROGRAM OPTIONS & FEATURES CONSTRUACTABILITY FORM FIT SWIMMER EXPERIENCE WARRANTY OPERATIONS TEAM CONSTRUCTION COST OPERATIONS COST OPTION 1: CONCRETE (QUARTZ FINISH)BEST BEST BEST BETTER BETTER BEST BEST (Base Budget)Straightforward and most commonly installed. TPC has most experience with this type. Unlimited shapes Similar to most pools in the area 1 year Chems can eat away at the finish easily In Base budget Paint once per year a - a lot of maintenance Re-surface the quartz every 12-15 years. OPTION 2: MYRTHA BEST BETTER BEST BEST BEST BETTER BETTER (Add to the construction budget)Flat Slab, panelized system with liner. Utilize standard panel forms. Can be custom but will cost extra. Can add in built-ins: such as foot ledge, ladder rungs, gutter system. Non slip membrane with soft walk pad. Installation is completed by a certified installer (TPC is certified) - 25 structure, 10 for membrane Very forgiving for operations, especially being able to maintain with chemicals quickly. Fabricated in Italy Add costs to the construction budget - See Betterments Log 0-12 years replacement ANALYSISBACKGROUND: The project team has identified 2 Pool Construction types to be analyzed by the Choosing by Advantages method. OBJECTIVE: Utilize the Progressive Design Build delivery method and Choosing by Advantages to identify the best value solution for the project. The goal is to optimize the program area, renovated area, existing building use, provide for master planning additional square footage all while meeting the target budget goals. This A3 outlines several criteria and options to identify the best fit solution. Not all criteria or options have been identified herein and further investigation will occur during the validation phase. 7/14/2024 J:\Active Jobs Estimates\K-970 (Pasco Aquatic)\09 Deliverables\2024.06.04 Pool Vessel Types 99 APPENDIX JULY 23, 2024 Pasco Aquatic Center Pasco Public Facilities District 6/7/2024 Choosing By Advantages: Pool Disinfection Methods PROGRAM OPTIONS & FEATURES CONDITIONS OF EXCELLENCE - DO IT RIGHT SWIMMER EXPERIENCE STORAGE OF HAZARDOUS CHEMICALS CHEMICAL AVAILABILITY AND COST CONDUCTIVITY CORROSION SALT DEPOSITS COST (INITIAL CAPITAL COST) REPLACEMENT EXPENSES REQUIRED OPERATOR INVOLVEMENT CONTAMINANT REACTION CAPACITY MARKETING COST (OPERATIONS) CHLORINE DISINFECTION BETTER BETTER BETTER BETTER BEST BETTER BEST BEST BEST BETTER BEST BETTER BETTER Comparatively similar experience to pool si this area. Users generally report irritation to eyes and skin. Requires a large storage space for hazardous chemicals Readily available in bulk quantities, price fluctuates somewhat. By its nature, not more conductive than any other body of fresh water. Corrosive nature is similar to salt systems. Does not change how the grounding works. No salt deposits, less cleaning and maintenance Included in base budget Minimal comparative equipment replacement expenses. Requires daily operator involvement Can automatically adjust within a large range to high bather loads. Everyone is familiar with this type of disinfection. Stuck with the high cost of liquid or gas chlorine, and their volatile costs. SALT GENERATION (OLD METHOD)BETTER BEST BEST BEST BETTER BETTER BETTER BETTER BETTER BETTER BETTER BEST BEST Users report the water feeling 'soft' and smooth and generally more pleasing Users may notice salt is in the water, it is only 10-15 % of salt concentration compared to the ocean. Water is clearer. Reduced: Large tanks and pallets of hazardous chems replaced with bags of salt. Small quantities of balance chemicals that are harzardous still needed. One of the most readily available compounds and relatively inexpensive industrial chemical. Addition of sodium chloride increases conductivity requiring proper grounding and bonding of all metal components in or near pool. Greater risk of stray voltage damaging equipment, corroding metals, and staining surfaces. Requires additional grounding Increased corrosion potention for metals and some forms of stone. Metal pump impellers gratings, handrails, lane anchors etc. Higher grades of metal and stronger coatings may be necessary. Water splashed out of the pool or carried out by bathers dries and leaves salt deposits. Requires more cleaning and maintenance. +250K premium to the construction budget Electrolytic cells need to be replaced every 3- 5 years and is one of the most expensive components in this system. Requires advanced knowledge of pool water chemistry, greater maintenance and operational involvement Will potentially require manual adjustments with supplemental chems during high load periods. Could potentially have some marketing appeal that we are not using chemical chlorine. Can pay itself back in a few years due to lower cost of chemicals. SALT GENERATION (BRINE METHOD)BEST BEST BEST BEST BEST BEST BEST BETTER BETTER BEST BETTER BEST BEST Chlor-King Nex Gen Utilizing the latest technology on the market. It is NOT a Salt Pool Compares closely to traditional chlorine injection, but water is clearer. Reduced: Large tanks and pallets of hazardous chems replaced with bags of salt. Small quantities of balance chemicals that are harzardous still needed. One of the most readily available compounds and relatively inexpensive industrial chemical. Not as corrosive as the salt generation (old method) Solved by adding zinc annodes and QC of grounding. Not as corrosive as the salt generation (old method) Solved by adding zinc annodes and QC of grounding. Does not affect pool heater or pumps, it is injected downstream. No real residual salt in pool = no salt deposits on deck. +250K premium to the construction budget Electrolytic cells need to be replaced every 3- 5 years and is one of the most expensive components in this system. Pasco Parks and Rec already operate this system at Memorial Pool and are experts at operating it. Will potentially require manual adjustments with supplemental chems during high load periods. Could potentially have some marketing appeal that we are not using chemical chlorine. Can pay itself back in a few years due to lower cost of chemicals. Analysis will be required to determine payback period. ANALYSISBACKGROUND: The project team has identified 2 Pool disinfection types to review: OBJECTIVE: Utilize the Progressive Design Build delivery method and Choosing by Advantages to identify the best value solution for the project. The goal is to optimize the program area, renovated area, existing building use, provide for master planning additional square footage all while meeting the target budget goals. This A3 outlines several criteria and options to identify the best fit solution. Not all criteria or options have been identified herein and further investigation will occur during the validation phase. CRITERIA: 6/7/2024 C:\Users\jtiegs\AppData\Roaming\Procore_Technologies\Downloads\648046079\3\2024.04.26 CBA Pool Disinfection Methods 100 APPENDIX JULY 23, 2024 5.4 ARCHITECTURAL SITE PLAN BROADMOOR DISTRICT AQUATIC CENTER SITE PLAN P R O P O S E D N E I G H B O R H O O D C O L L E C T O R R O A D PR O P O S E D R O A D 1 0 8 PROPOSED COLLECTOR ROAD PROPOSED NEIGHBORHOOD COLLECTOR ROAD N 0 5 15 35 75 101 APPENDIX JULY 23, 2024 N 2-FLUME WATERSLIDE FUTURE WATERSLIDE MAIN ENTRY PATIO AQUATIC CENTER PHASE 2 INDOOR POOL OUTDOOR POOL 5.5 ARCHITECTURAL FLOOR PLANS FLOOR PLAN 102 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS R O A D 1 0 8 AM NOON PM W E S T V I E W S T O R I V E R S , R I D G E S + S U N S E T S A Q U A T I C C E N T E ROUTDOOR P O O L BAR SHAPE S U N P A T H R O A D 1 0 8 O U T D O O R P O O L R O A D 1 0 8NATATORIUM B A R O U T D O O R B L D G . M I D D L E B A R S M A L L B A R SPLIT R O A D 1 0 8 O U T D O O R P O O L CONCESSIONS LIFEGUARD, MECH. CHANGING RMS L O B B Y C O N C E S S I O N S L I F E G U A R D P A R T Y R O O M L O C K E R S I N D O O R P O O L ENTRYPLAZA S L I D E T O W E R A D M I N . M E C H . P A T I OPARTY R O O M S PUSH + PULL R O A D 1 0 8 R O A D 1 0 8 B L D G . P H A S E 2 P H A S E 1 PHASING R O A D 1 0 8 R O A D 1 0 8 BAR SHAPE SPLIT PUSH + PULL PHASING 3D DESIGN CONCEPT DIAGRAM DESIGN INSPIRATION COLLAGE 103 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS BUILDING LAYERS AND VIEW 104 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS MAIN ENTRY 105 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS NORTH ELEVATION FACADE 106 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS LOBBY SPACE WITH EXPOSED STEEL STRUCTURE 107 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS VISUAL CONNECTIONS FROM PLAZA TO LOBBY 108 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS MAIN ENTRY AMENITIES & DESERT GARDENS 109 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS PRIVATE PARTY ROOM PATIOS 110 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS LOBBY 111 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS LOBBY FACING MAIN ENTRY 112 APPENDIX JULY 23, 2024 OUTDOOR POOL DECK VIEWS TO MO U N T A I N S AFTERNOON SUN INDOOR NATATORIUM SLIDE TOWER SOLAR PANELS MECHANICAL UNITS MAIN STREET LOCKER ROOMS PARTY ROOMS OUTDOOR PATIO DESERT GARDEN ENTRY DRIVE LANE MORNING SUN 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS BUILDING SECTION 113 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS INDOOR NATATORIUM 114 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS VIEW OF INDOOR NATATORIUM’S WATER FEATURES WITH COLORED LIGHTING 115 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS VIEW FROM SLIDE TOWER 116 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS VIEW OF INDOOR NATAORIUM’S WATER FEATURES 117 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS VIEW OF INDOOR NATAORIUM’S WATER FEATURES LOOKING WEST 118 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS OUTDOOR POOL 119 APPENDIX JULY 23, 2024 5.6 CONCEPTUAL ARCHITECTURAL RENDERINGS AERIAL VIEW 120 APPENDIX JULY 23, 2024 FUTURE PARKING PRELIM I N A R Y 5.7 CIVIL DRAWINGS 121 APPENDIX JULY 23, 2024 PRELIM I N A R Y 13.00 AC 122 APPENDIX JULY 23, 2024 FUTURE PARKING PRELIM I N A R Y 123 APPENDIX JULY 23, 2024 PRELIM I N A R Y FUTURE PARKING 124 APPENDIX JULY 23, 2024 PRELIM I N A R Y 125 APPENDIX JULY 23, 2024 PRELIM I N A R Y 126 APPENDIX JULY 23, 2024 5.8 BROADMOOR MASTER PLAN MAP EXHIBIT (FOR REFERENCE) 127 APPENDIX JULY 23, 2024 5.9 SCHEDULE ID Task Name Dur Start Finish 0 Pasco Aquatics Facility 672.81 daysWed 9/27/23 Fri 4/24/26 1 Design-Builder Procurement + Selection 52 days Wed 9/27/23 Thu 12/7/23 2 Validation Phase 163 days Fri 12/8/23 Tue 7/23/24 3 Contract 21 days Fri 12/8/23 Fri 1/5/24 4 Kickoff and Onboarding 21 days Fri 12/8/23 Fri 1/5/24 5 Kickoff Meeting 0 days Fri 1/5/24 Fri 1/5/24 6 Subconsultant Onboarding 25 days Mon 1/8/24 Fri 2/9/24 7 Subconsultants 20 days Mon 1/8/24 Fri 2/2/24 8 D/B MEP 20 days Mon 1/15/24 Fri 2/9/24 9 Validation Design 90 days Mon 2/5/24 Fri 6/7/24 10 Design Kickoff 5 days Mon 2/5/24 Fri 2/9/24 11 Basis of Design Team Charrette 5 days Mon 2/12/24 Fri 2/16/24 12 Basis of Design - OAC Charrette 5 days Mon 2/19/24 Fri 2/23/24 13 Basis of Design - Early Model 0 days Fri 2/23/24 Fri 2/23/24 14 Basis of Design 25 days Mon 2/26/24 Fri 3/29/24 15 Basis of Design First Pass 0 days Fri 3/29/24 Fri 3/29/24 16 Land Decision 0 days Fri 5/24/24 Fri 5/24/24 17 Finalize Site Plan and Design 11 days Fri 5/24/24 Fri 6/7/24 18 Estimating 122 days Mon 2/5/24 Tue 7/23/24 19 Conceptual Estimate 5 days Mon 2/5/24 Fri 2/9/24 20 Validation Estimate 15 days Mon 6/10/24 Fri 6/28/24 21 Final Deliverables 8 days Mon 7/1/24 Wed 7/10/24 22 Validation Phase Complete 0 days Fri 7/19/24 Fri 7/19/24 23 Board Decision 3 days Fri 7/19/24 Tue 7/23/24 24 Design and Preconstruction Phase 188 days Fri 7/19/24 Tue 4/8/25 25 Design 125 days Tue 7/23/24 Tue 1/14/25 26 Phase 1 Notice to Proceed 0 days Tue 7/23/24 Tue 7/23/24 27 Site Survey (Topo and Boundaries)15 days Wed 7/24/24 Tue 8/13/24 28 Geotechnical Report 30 days Wed 7/24/24 Tue 9/3/24 29 Complete Schematic Design 25 days Wed 7/24/24 Tue 8/27/24 30 Design Development 40 days Wed 8/28/24 Tue 10/22/24 31 Sitework Package 35 days Wed 9/25/24 Tue 11/12/24 32 Construction Documents 60 days Wed 10/23/24 Tue 1/14/25 33 Permitting 155 days Wed 9/4/24 Tue 4/8/25 34 Submit SEPA 40 days Wed 9/4/24 Tue 10/29/24 35 Early Site Permit 10 days Wed 11/13/24 Tue 11/26/24 36 Building Permit - City of Pasco 40 days Wed 12/18/24 Tue 2/11/25 37 DOH Aquatics Approval 60 days Wed 12/18/24 Tue 3/11/25 38 DOH County Approval 80 days Wed 12/18/24 Tue 4/8/25 39 Estimating 148 days Fri 7/19/24 Tue 2/11/25 40 Concept Estimate 20 days Fri 7/19/24 Thu 8/15/24 Pasco Aquatics Facility 4/24Pasco Aquatics Facility 4/24 Design-Builder Procurement + Selection 12/7 Validation Phase 7/23 Contract 1/5 Kickoff and Onboarding 1/5 Kickoff Meeting 1/5 Subconsultant Onboarding 2/9 Subconsultants 2/2 D/B MEP 2/9 Validation Design 6/7 Design Kickoff 2/9 Basis of Design Team Charrette 2/16 Basis of Design - OAC Charrette 2/23 Basis of Design - Early Model 2/23 Basis of Design 3/29 Basis of Design First Pass 3/29 Land Decision 5/24 Finalize Site Plan and Design 6/7 Estimating 7/23 Conceptual Estimate 2/9 Validation Estimate 6/28 Final Deliverables 7/10 Validation Phase Complete 7/19 Board Decision 7/23 Design and Preconstruction Phase 4/8 Design 1/14 Phase 1 Notice to Proceed 7/23 Site Survey (Topo and Boundaries)8/13 Geotechnical Report 9/3 Complete Schematic Design 8/27 Design Development 10/22 Sitework Package 11/12 Construction Documents 1/14 Permitting 4/8 Submit SEPA 10/29 Early Site Permit 11/26 Building Permit - City of Pasco 2/11 DOH Aquatics Approval 3/11 DOH County Approval 4/8 Estimating 2/11 Concept Estimate 8/15 J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J Half 1, 2023 Half 2, 2023 Half 1, 2024 Half 2, 2024 Half 1, 2025 Half 2, 2025 Half 1, 2026 Prepared By: Bouten Construction Page 1 of 3 Printed: Thu 7/18/24 128 APPENDIX JULY 23, 2024 ID Task Name Dur Start Finish 41 Schematic Estimate 20 days Wed 8/28/24 Tue 9/24/24 42 Design Development Estimate 20 days Wed 9/25/24 Tue 10/22/24 43 iGMP (Grading / Utilities / Equip)11 days Wed 11/13/24 Wed 11/27/24 44 GMP 20 days Wed 1/15/25 Tue 2/11/25 45 Phase 1 Complete 0 days Tue 2/11/25 Tue 2/11/25 46 Final Design Construction Phase 366.81 daysWed 11/27/24 Fri 4/24/26 47 Phase 2 Notice to Proceed 0 days Wed 11/27/24 Wed 11/27/24 48 Construction Phase 314 days Mon 12/2/24 Fri 2/27/26 49 Procurement 245.81 daysMon 12/2/24 Mon 11/10/25 50 Air Handling Equipment 180 days Mon 12/2/24 Fri 8/15/25 51 Electrical Equipment 240 days Mon 12/2/24 Mon 11/10/25 52 Pool Equipment 160 days Mon 12/2/24 Fri 7/18/25 53 EV Charging equipment 240 days Mon 12/2/24 Mon 11/10/25 54 Procurement Phase Complete 0 days Mon 11/10/25 Mon 11/10/25 55 Early Site Work 39.81 daysMon 12/2/24 Fri 1/24/25 56 Mobilization 2 days Mon 12/2/24 Tue 12/3/24 57 Clear vegetation 20 days Wed 12/4/24 Thu 1/2/25 58 Site Grading 15 days Fri 1/3/25 Fri 1/24/25 59 Site Mitigation Phase Complete 0 days Fri 1/24/25 Fri 1/24/25 60 Utilities 30.81 daysFri 1/3/25 Fri 2/14/25 61 Gas 10 days Fri 1/3/25 Thu 1/16/25 62 Power 10 days Fri 1/3/25 Thu 1/16/25 63 Fire line 20 days Fri 1/17/25 Fri 2/14/25 64 Water 5 days Fri 1/17/25 Thu 1/23/25 65 Sewer 3 days Fri 1/17/25 Tue 1/21/25 66 Structure 53 days Mon 2/17/25 Wed 4/30/25 67 Excavation 10 days Mon 2/17/25 Fri 2/28/25 68 F/R/P/S Foundation 13 days Mon 3/3/25 Wed 3/19/25 69 F/R/P/S Pump / Surge Tank 15 days Wed 3/19/25 Wed 4/9/25 70 Indoor Pool Stub Out Plumbing 5 days Wed 4/9/25 Wed 4/16/25 71 F/R/P/S Stem Walls 20 days Thu 3/20/25 Wed 4/16/25 72 Backfill 10 days Thu 4/17/25 Wed 4/30/25 73 Structural Foundations Natatorium Complete 0 days Wed 4/30/25 Wed 4/30/25 74 Building Construction 122.81 daysThu 5/1/25 Mon 10/20/25 75 Install Core Shell 60 days Thu 5/1/25 Fri 7/25/25 76 Core/Shell Phase Complete 0 days Fri 7/25/25 Fri 7/25/25 77 Install Interior Finishes 60 days Mon 7/28/25 Mon 10/20/25 78 Interior Finishes Phase Complete 0 days Mon 10/20/25 Mon 10/20/25 79 Pool Structure 30.81 daysThu 4/17/25 Thu 5/29/25 80 Excavation 10 days Thu 4/17/25 Wed 4/30/25 Schematic Estimate 9/24 Design Development Estimate 10/22 iGMP (Grading / Utilities / Equip)11/27 GMP 2/11 Phase 1 Complete 2/11 Final Design Construction Phase 4/24 Phase 2 Notice to Proceed 11/27 Construction Phase 2/27 Procurement 11/10 Air Handling Equipment 8/15 Electrical Equipment 11/10 Pool Equipment 7/18 EV Charging equipment 11/10 Procurement Phase Complete 11/10 Early Site Work 1/24 Mobilization 12/3 Clear vegetation 1/2 Site Grading 1/24 Site Mitigation Phase Complete 1/24 Utilities 2/14 Gas 1/16 Power 1/16 Fire line 2/14 Water 1/23 Sewer 1/21 Structure 4/30 Excavation 2/28 F/R/P/S Foundation 3/19 F/R/P/S Pump / Surge Tank 4/9 Indoor Pool Stub Out Plumbing 4/16 F/R/P/S Stem Walls 4/16 Backfill 4/30 Structural Foundations Natatorium Complete 4/30 Building Construction 10/20 Install Core Shell 7/25 Core/Shell Phase Complete 7/25 Install Interior Finishes 10/20 Interior Finishes Phase Complete 10/20 Pool Structure 5/29 Excavation 4/30 J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J Half 1, 2023 Half 2, 2023 Half 1, 2024 Half 2, 2024 Half 1, 2025 Half 2, 2025 Half 1, 2026 Prepared By: Bouten Construction Page 2 of 3 Printed: Thu 7/18/24 129 APPENDIX JULY 23, 2024 ID Task Name Dur Start Finish 81 F/R/P/S 10 days Thu 5/1/25 Wed 5/14/25 82 Backfill 10 days Thu 5/15/25 Thu 5/29/25 83 Amenities Area Foundations Complete0 days Thu 5/29/25 Thu 5/29/25 84 Pool Finishes and Amenities 204 days Wed 4/16/25 Fri 2/6/26 85 Outdoor Pool Mech Room 60 days Wed 4/16/25 Wed 7/9/25 86 Install Outdoor Pool 115 days Thu 4/17/25 Mon 9/29/25 87 Install Indoor Pool and Deck 110 days Mon 7/28/25 Fri 1/2/26 88 Commissioning - Pools 25 days Fri 1/2/26 Fri 2/6/26 89 Pool Phase Complete 0 days Fri 2/6/26 Fri 2/6/26 90 Site Work 101.81 daysFri 5/30/25 Mon 10/20/25 91 Electrical 10 days Fri 5/30/25 Thu 6/12/25 92 Storm 10 days Fri 6/13/25 Thu 6/26/25 93 Grubbing 10 days Fri 6/27/25 Fri 7/11/25 94 Landscaping 10 days Tue 9/30/25 Mon 10/13/25 95 Asphalt 5 days Tue 10/14/25 Mon 10/20/25 96 Site Work Phase Complete 0 days Mon 10/20/25 Mon 10/20/25 97 Bouten Pre Punch List Walk 2 days Tue 10/21/25 Wed 10/22/25 98 Trade Partners Repair 15 days Thu 10/23/25 Wed 11/12/25 99 Pre Punch Phase Complete 0 days Wed 11/12/25 Wed 11/12/25 100 Startup Commissioning and Signoff 189 days Thu 5/29/25 Fri 2/27/26 101 Notice to DOH Boiler Inspector 0 days Thu 5/29/25 Thu 5/29/25 102 Notice to DOH Boiler Inspector 130 days Thu 5/29/25 Thu 11/27/25 103 DOH Boiler Inspection 1 day Thu 11/27/25 Fri 11/28/25 104 Start Up & Commissioning 10 days Mon 1/5/26 Fri 1/16/26 105 O/A punch walk 2 days Thu 11/13/25 Fri 11/14/25 106 Punchlist 15 days Mon 11/17/25 Tue 12/9/25 107 Training 10 days Mon 11/17/25 Tue 12/2/25 108 Electrical 1 day Tue 1/20/26 Tue 1/20/26 109 Plumbing 1 day Wed 1/21/26 Wed 1/21/26 110 HVAC 1 day Thu 1/22/26 Thu 1/22/26 111 Fire Marshal 1 day Fri 1/23/26 Fri 1/23/26 112 Building 1 day Mon 2/9/26 Mon 2/9/26 113 C of O Notice to City 6 days Mon 1/26/26 Mon 2/2/26 114 Weather Bank 15 days Fri 2/6/26 Fri 2/27/26 115 Substantial Completion 0 days Fri 2/27/26 Fri 2/27/26 116 Punchlist Corrections / Owner Commissioning20 days Fri 2/27/26 Fri 3/27/26 117 Closeout 20 days Fri 2/27/26 Fri 3/27/26 118 Final Completion 0 days Fri 3/27/26 Fri 3/27/26 119 Owner Move In, Training 40 days Fri 2/27/26 Fri 4/24/26 120 Opening Day (Indoor)0 days Fri 4/24/26 Fri 4/24/26 F/R/P/S 5/14 Backfill 5/29 Amenities Area Foundations Complete 5/29 Pool Finishes and Amenities 2/6 Outdoor Pool Mech Room 7/9 Install Outdoor Pool 9/29 Install Indoor Pool and Deck 1/2 Commissioning - Pools 2/6 Pool Phase Complete 2/6 Site Work 10/20 Electrical 6/12 Storm 6/26 Grubbing 7/11 Landscaping 10/13 Asphalt 10/20 Site Work Phase Complete 10/20 Bouten Pre Punch List Walk 10/22 Trade Partners Repair 11/12 Pre Punch Phase Complete 11/12 Startup Commissioning and Signoff 2/27Startup Commissioning and Signoff 2/27 Notice to DOH Boiler Inspector 5/29 Notice to DOH Boiler Inspector 11/27 DOH Boiler Inspection 11/28 Start Up & Commissioning 1/16 O/A punch walk 11/14 Punchlist 12/9 Training 12/2 Electrical 1/20 Plumbing 1/21 HVAC 1/22 Fire Marshal 1/23 Building 2/9 C of O Notice to City 2/2 Weather Bank 2/27 Substantial Completion 2/27 Punchlist Corrections / Owner Commissioning 3/27 Closeout 3/27 Final Completion 3/27 Owner Move In, Training 4/24 Opening Day (Indoor)4/24 J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J Half 1, 2023 Half 2, 2023 Half 1, 2024 Half 2, 2024 Half 1, 2025 Half 2, 2025 Half 1, 2026 Prepared By: Bouten Construction Page 3 of 3 Printed: Thu 7/18/24 130 APPENDIX JULY 23, 2024 Quality Management System – Last Updated: © 2023 Bouten Construction Company Page | 1 BouTEN Steps of Quality Management 1 CLIENT/TEAM ALIGNMENT 2 PRECONSTRUCTION 3 PROCUREMENT/ QMS PLAN 4 PRE-INSTALL 5 FIRST WORK/INSTALL 6 OBSERVATIONS & TRACKING 7 FINAL QC 8 CLOSEOUT 9 POST OCCUPANCY 10 LESSON LEARNED QUALITY MANAGEMENT CHECKLIST • Perform initial client interface and alignment expectations • Review and understand design team quality management approach • Review design team expectations • Incorporate Bouten standards • Perform constructability reviews • Determine overall project approach and QMS impacts • Identify and engage proper quality consultants • Incorporate quality requirements into the construction documents • Review VDC approach and confirm QMS related steps • Develop project specific quality plan • Hold the all project and trade partner kick-off meeting • Hold Pre-job start up meetings • AHJ project review and approach kick-off meeting • Execute submittal process • Perform mock-ups • Hold the commissioning kick-off meeting • Create and updated pre- installation agenda’s • Hold trade partner pre-installation meetings • First work definition is viewing / observing the work immediately upon start • Complete a pre-first work huddle • Complete first work final product inspections • Execute Bouten QC inspection process and documentation • Execute pre-cover photo and QR code observation process • Complete AHJ third party inspections • Execute trade partner final quality check program • Identify work to complete and perform pre-punch final quality check • Execute commissioning process and scope • Complete the punch-list • Initiate and execute the close out process • Complete closeout documents • Post occupancy preparation and follow-up • Schedule one-year warranty walk • Document lessons learned during the project • Schedule the project retrospective • Quality management systems follow up and best practice implementation TOOLS / DOCUMENTATION OR REFERENCE • Conditions of Satisfaction • Quality Control Major Areas of Focus (QMS A3) Bouten Standards • Best Practices - Preconstruction / Constructability Review • Best Practices - Construction • Decisions Log / Betterments / Alternates • Bid Packages • QMS Workbook and A3 • Master Schedule • BIM / REVIT access • Reference QMS Best Practice documents • Project set-up checklist • Roles and responsibilities (QMS specific) • Best practices - construction • QMS Master Inspections workbook • Procurement log (Procore functions?) • Submittal log (Procore generation) • Bouten firewall mock-up [future] • Procore meeting minute templates • QMS Master Inspections workbook • Listing and schedule of required pre-install meetings • Procore pre-Install meeting minutes • Reference QMS Best Practice documents • Procore inspections tool • Project schedule • Last Planner System © • Reference QMS Best Practice documents • Procore inspection templates • Procore observations (created individually and via inspection tool) • Daily inspection logs for city inspectors. • Detailed city inspection list • Reference QMS Best Practice documents • Procore meeting minute templates • Project schedule • Commissioning log • Best practices • Lean final quality check • Reference QMS Best Practice documents • Procore meeting minute templates • Bouten standard closeout checklist • O&M tracking log • Commissioning log • Lean final quality check • Warranty log • Outlook invitations • Lessons learned log • Retrospective meeting template TRAINING/ IMPLEMENTATION • Training for Bouten Key Employees - to navigate process (Record All company meeting on October 6) • Case Studies [in progress]• Record PE training on how to set up the inspections templates • Trade partner procore training (Use procore videos and publish to trades) • Video of a first work install example • Develop Procore video training for BCC/trade partners to demonstrate observation tool. • Develop Procore video training for BCC to demonstrate QR codes/inspection template tool &process. • Procore video training for owner, architect, and trade partner to demonstrate punch list tool and observation tool • Training for Bouten key employees - to navigate process Project Life Cycle Quality Management Milestones Quality Without Compromise Our standard is doing things the best they can be done. Period. Our teams pride themselves on upholding Bouten’s Legacy for delivering exceptional quality and workmanship. This quality management plan is a tool for project teams to use to develop and define project specific quality measures. Each team will discuss and fill out this plan at each of the quality management milestones listed. Procore QR Codes PE to create and place QR codes from Procore. Project Information QC/QA Dashboard CONSTRUCTION Follow Last Planner System® for Lean workflow and execution process. TRANSITION TO CONSTRUCTION Follow project setup checklist for team kick-offs, lean workflow, and execution process. MID-PROJECT CHECK IN Mid-project QC lessons learned and meeting. No more than 30% into project. PRE-CLOSEOUT Closeout meeting to be conducted no greater than 75% complete. CLOSEOUT 30-days prior to substantial completion—identify final requirements for handing over the keys CLIENT/TEAM ALIGNMENT Follow project setup checklist for QA/QC related steps in preconstruction. RETROSPECTIVE To be held within 30 days of substantial completion Planned Date: Completed Date: Planned Date: Completed Date: Planned Date: Completed Date: Planned Date: Completed Date: Planned Date: Completed Date: Planned Date: Completed Date: Planned Date: Completed Date: No.Risk BCC Lead Trade Partners Current Stage Comments 1. 2. 3. 4. 5. 6. Major Quality Management Areas of Risk and Focus Pasco Aquatics Center 7/10/2024 Exterior Envelope Superintendent Procurement Process Precon Pool Superintendent TPC / Apollo / Arc Precon Concrete Tolerance Pool Deck Superintendent Procurement Process Precon Natatorium HVAC Superintendent Apollo Mechanical Precon Commissioning Superintendent Procurement Process Precon Electrical Grounding Superintendent Arc Electric Precon 11/15/2024 12/1/2024 12/1/2024 7/1/2025 9/1/2024 2/28/2025 2/28/2025 5.10 QUALITY MANAGEMENT PLAN 131 APPENDIX JULY 23, 2024 Quality Management System – Last Updated: © 2023 Bouten Construction Company Page | 2 Definable Features of Work-Resonsibility The matrix below is a quick reference guide to identify which project team members are leading each scope of work section. For a detailed review of Quality Management System Roles and Responsibilities, reference the complete project roles and responsibilities matrix. Field Execution Tips and Tricks 1. Walk with trade partners. 2. Walk the site entering at a new location or walk in reverse of your typical job walk. 3. Visit another project and volunteer a quality control walk. 4. Walk as a team—complete a Gemba walk. 5. Be curious—inpspect something you know nothing about. 6. Quality management needs to be intentional—make time for it. Design Team and Owner Project Inspection Contacts and Frequency PROCUREMENT/ QMS PLAN PRE-INSTALL FIRST WORK/ INSTALL OBSERVATIONS/ ONGOING TRACKING FINAL QC SITE WORK 1 Grading, excavation, soils, & compaction 2 Underground utilities 3 Curb, asphalt, concrete STRUCTURE 4 Concrete foundations, slabs, and elevated decks 5 Structural steel 6 Precast or architectural concrete 7 Misc. steel, decorative steel BUILDING ENVELOPE 8 Exterior framing, sheeting, and air barrier 9 Windows and flashings 10 Exterior cladding, metal panels, EFIS, or masonry 11 Roofing and flashings MECHANICAL (ROUGH AND FINAL) 12 Fire protection 13 Plumbing 14 HVAC and controls 15 Electrical 16 Commissioning FINISHES 17 Casework and mill-work 18 Ceilings 19 Special systems 20 Flooring, paint, and other finishes OWNER/ARCHITECT MECHANICAL ENGINEER ELECTRICAL ENGINEER CIVIL ENGINEER STRUCTURAL Inspection type(s) Frequency Responsibility Report format Report uploaded to Procore Defiency follow-up responsibility Project Inspection Requirements and Contacts The matrix below provides a quick reference for each of the inspection agencies typical to a project. The project team is responsible to verify and modify this listing to be inclusive with the project requirements. Reference the Quality Management System workbook for additional details and criteria. AUTHORITY HAVING JURISDICTION The Authorities Having Jurisdiction (AHJ) includes all agencies with jurisdictional authority of any particular aspect of the project. The AHJs would typically include the city, county, state, fire department, Department of Health, and Labor and Industris (for elevators and electrical). These AHJs will be responsible for completeing plan reviews (if required), periodic project inspections, final inspections, and sign-off for receiving certificates of occupancy. ITEM INPSECTION AHJ CONTACT EMAIL PHONE 1 Public Works 2 Storm Water 3 Water 4 Sanitary 5 Gas/Electric 6 Building 7 Mechanical 8 Electrical 9 Fire 10 Planning/Site 11 SPECIAL INSPECTIONS Special insepctions typically include 3rd party inspections required per code or the construction documents. Special inspections may include earthwork and soils, underground untilites, soils compactions, concrete, steel, or fireproofing. It will include reports which must be documented in parallel to the Bouten QA and QC inspections. ITEM INPSECTION AHJ CONTACT EMAIL PHONE 1 Site/Soils 2 Concrete 3 Steel 4 Fireproofing 5 Fire Sealants 6 Structural Supports 7 Flooring Moisture 8 CONSULTANTS OR THIRD-PARTY INSPECTIONS Additional consultants may be retained, and are recommended, for systems such as the exterior envelope, air barriers, curtainwall systems, roofing, and acoustical systems. These consultants will be responsible to assist with constructability reviews, provide input on latest trends and successes with specific project details, review submittals, mock-ups, complete site visits to verify installations, and complete perfomrance testing. It is important to involve consultants early in the process to help indentify and address and potential conflicts with design and perfromance requirements. ITEM INPSECTION AHJ CONTACT EMAIL PHONE 1 Envelope 2 Roofing 3 Acoustics 4 Curtainwall 5 6 The project specific QMS plan will be mutually developed by the project manager, project engineer, and superintendent. The quality management specialist is to be included in the plan development. DO PLAN CHECK ACT Review the plan in detail with the project team, assigning roles and responsibilities and who is responsible for which scope. The Project Team shall follow through on nonconformities and make sure they are addressed. Track any lessons learned during the project. Each milestone from page one can be used to check progress and effectiveness of the QMS plan. Review the Procore QMS Dashboard for specific accomplishments and outstanding items. Pasco Aquatics Center 7/10/2024 5.10 QUALITY MANAGEMENT PLAN